How do managers cope with the challenges of the squeezed middle?

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Being a manager can often be challenging. They find themselves caught between implementing orders from higher-ups and motivating their team to excel. They also have to navigate the complexities of diversity, wellbeing, and adapting to new working patterns like hybrid or remote setups. On top of that, they must prepare for the impact of artificial intelligence on their work.

Recent evidence indicates that many middle managers struggle with these pressures. According to the Vitality Britain’s Healthiest Workplace survey, middle managers reported higher rates of burnout compared to top executives or non-managers. They also experienced poorer work-life balance. Microsoft’s study further revealed that 53% of managers felt burnt out.

Gallup, a leading polling company, discovered that managers often face unclear expectations and competing priorities, resulting in longer work hours compared to individual contributors.

So, what can companies do to support their middle managers and ensure their success and well-being?

One crucial factor is providing adequate training. A survey conducted by CIPD found that only 53% of managers felt they had the necessary training and information to effectively manage their teams.

Farimah Darbyshire of the City Mental Health Alliance stresses the importance of offering managers the right guidance and necessary support. If managers have team members with neurodiversity, for instance, they need to be equipped to provide appropriate support. Companies need to allow managers the time and resources to fulfill their additional responsibilities.

Mental health support for managers is also crucial. Setting boundaries and prioritizing self-care enables managers to fulfill their role effectively.

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However, line manager training varies across sectors, according to Nancy Hey of What Works Wellbeing. Moreover, managers often face increasing pressure without sufficient control over their work.

Another challenge lies in meeting team members’ evolving expectations. They now seek more flexibility, career development, and better pay.

Senior leaders should clearly communicate their expectations to middle managers. Doug Rode of PageGroup emphasizes the need for support and a coaching approach to avoid leaving managers feeling unsupported.

Creating a psychologically safe environment is invaluable. Encouraging open communication and a positive culture allows for the effective resolution of issues. At Cisco, HR head Jen Scherler-Gormley highlights the power of storytelling to promote speaking out and shares the example of a senior leader discussing their experience with burnout.

Providing confidential assistance programs can also be beneficial. Leaders can seek guidance on handling specific situations with their team members. Kevin Jacoby, a team lead at Dentally, stresses the importance of frustration being communicated upwards rather than downwards to enable action.